Land Rover North America, Inc with teacher's questions and comments for this case

Lastly, LRNA must determine if it should continue its use of a dealer network or convert these franchises into freestanding, exclusive retail outlets called Land Rover Centres. Though development of Land Rover Centre's across the nation seems like a risky move, especially in the face of declining luxury car sales and dealership consolidation, we wholeheartedly support it. Part of the lure of the Land Rover aura is the willingness to tread new territory, take risk and be revolutionary in leadership style. Land Rover Centre's will do just that. Land Rover Centre's will increase consumer exposure to the Land Rover family of vehicles and the Land Rover way of life in a friendly, stress-free environment. We want consumers to not only drive Land Rover vehicles, but to live the Land Rover lifestyle. We want Land Rover vehicles to expose consumers to the wealth of new experiences they are seeking. Centre development costs are high, but we believe the

4. Product Differentiation: What are the differences among competitive SUV offerings? What are the distinctive roles of the different brands within the Land Rover line?

With the introduction to new technology in the automotive industry, consumers are struggling to maintain and repair their own vehicles. They are relying on professionals in order to complete even minor repairs on their vehicles which forces them to find businesses which not only provides the needed parts but also assist with instruction on how to replace it. The demand for automobile parts is driven by the age and mileage of vehicles in use and generally increases when fewer new cars are sold and older cares are kept on the road, causing the profitability of individuals companies such as AutoZone to depend on inventory management and marketing (Tippie, 2015). For AutoZone, they were able to expand their brand very quickly with a robust financial performance over the years but with competition like The Pep Boys, O’Reilly Automotive and Advance Auto Parts, Inc. they must continue to analyze their strengths against the market in order to stay

I received my undergraduate degree in Retail Merchandising and Product Development from The Florida State University. My curriculum included content related to merchandising strategy, consumer behavior and design principles. The program provided extensive training in sales

AutoZone continues to capitalize on its do-it-yourself segment by using ubiquitous retail presence and the relatively weak recognition of most aftermarket auto brands to promote its own private labels, Duralast and Valucraft, which generate over half of their sales. As a result, they can negotiate highly favorable terms with vendors, which results in lower product acquisitions costs and working capital needs, with an accounts payable/inventory ratio of over 115 percent” (Morning Star, 2014, para.1). According to the Automotive Aftermarket Industry Association, AutoZone generates about 50 percent more do-it-yourself sales than any of its competition (Morning Star, 2014, para. 1).

Having been introduced to retail at a young age I was able to explore different functions in in sales, operations and procurement. Working in these functions allowed me to learn the basics of selling and operating a fast fashion retail store. Procurement at Unilever allowed me to analyze, strategize and create effective strategies for resolving problems such as sourcing sustainable palm oil from small holder farmers. I am tremendously passionate to learn about buying and become a successful buyer.

There are many factors an organization must consider when trying to move a brand forward. One key factor is positioning. With the Range Rover potential consumers exhibited strong negative reactions. Consumers did not want to spend over 50,000 dollars on a jeep. Research exposed consumers to three positioning options for the brand. They came up with a luxury car alternative, the car the Queen drives, and the best off-road vehicle available. Consumer reactions were promising and were intrigued by the notions of British heritage and luxurious styling combined with 4WD capability. Their chosen positioning helped

How will marketing strategies placed into action effect other aspects of the corporate environment—internally and externally in the marketplace of many eyes and ears tuned in on marketing strategy position and consumer perceptions influenced by segmentation into changing demographics offering new products aimed at younger customers. Will a less expensive new model with enhanced financing opportunities and expanded services erode customer perceptions of Thorr Motorcycles losing touch with a commitment to excellence in quality?

The Range Rover Sport is one of the most popular luxury sport utility vehicles (SUV’s) in the world. Created by the motor British motor vehicle company Jaguar Land Rover Limited the Range Rover Sport has been around since 2005. On the higher priced end of the spectrum the 2016 sport model sells for around NZD $90,000. Land Rover has sold upwards of 80,000 units per year in the last three years alone. This high number of sales shows the Range Rover Sport has clear demand and notoriety within its market and this is largely due to contemporary promotional culture.

The organisation I chose for this assignment is called J Sainsbury plc. J Sainsbury plc is one of the world's leading retailers, playing a part in the lives of 15 million customers a week. John James and Mary established Sainsbury Supermarkets in 1869. Sainsbury's Supermarkets employs over 138,000 people. Of these 70 per cent are part time and 30 per cent are full time. 58 percent of colleagues are women. A large Sainsbury's Supermarket offers over 23,000 products - 40% of these are Sainsbury's own brand. Sainsbury's serve nearly 10 million customers at 432 stores throughout the UK each week. Of these stores, 17 are in Scotland, nine in Wales and seven in Northern Ireland. Nearly 60 percent of

There are two alternatives to LRNA’s positioning problem. The first alternative is to maintain the dual positioning strategy as originally outlined by the CEO. The dual positioning integrates the concept of “the definitive family 4X4” with “a logical evolution of the legendary Land Rover”. This tactic aims to tailor the model into a versatile family vehicle, targeting modern families in demand for a reliable and trustworthy SUV. It also emphasizes on the evolution of Land Rover, subtly using the impact of the successful Land Rover to influence consumers’ perception, and stressing the word “evolution” to induce consumers’ comprehension about the new Discovery, making consumers understand that Discovery was not only as good as the Land Rover, but also updated and transformed to satisfy desires for creature comforts. The other alternative is designing a new positioning strategy based on the model’s competitiveness and target market. Taking into consideration the situation analysis above, this alternative can be cutting off retail price and going for mainstream instead of the current niche strategy. There are also two alternatives to the company’s retail strategy problem, with the first one being switching to free-standing Centre stores, and the other one being holding on to dealership franchising. The decision criteria for the alternatives are divided into financial, economic, operational and social impacts. So in the following discussion, alternatives will be evaluated on

The Toyota Prius value delivery network begins with the company Toyota itself. Strong management, design, and marketing must all coalesce to ensure that the Prius is designed and marketed properly. Internal research, development and innovation are crucial in maintaining market share and increasing share of the customer in such a competitive industry. Day to day operations must run smoothly at Toyota in order for it to focus on new product ideas and promotional efforts. However, many companies must look beyond their own value

The automotive industry is facing a pressing challenge that is digitalization and increasing competition (IBM 2004, p. 1). On the other hand, customer loyalty is declining, and brand differentiation is even harder to achieve (Christine 2012). MMNA is not an exception as its customer service index was under industry average with the number of 841 in 2005 (J.D.Power 2005, p. 3). To remain the company 's competitive, MMNA had impeded a

'In revitalising the brand, the goal is not only to generate added sales levels but to have them based upon enhanced equity, a move which involves improved recognition, enhanced perceived quality, changed associations, an expanded customer base and increased loyalty. '

Strategic retail management provides an opportunity for a company to develop its market approaches both locally and internationally. It presents the company with an opportunity to develop its market abilities and achieve its objective through building a brand that fits into all markets that it ventures in during its lifetime. Strategic approaches to the retail market provides an organization with an opportunity to meet the needs of its customers, develop brands that compete favorably in the international and local retail markets while building a lasting brand that sustains market pressures. For years since its inception, Legend Company in China